Hackman & Oldham’s Job

Characteristics Model
Core Dimensions Psychological States Outcomes

Skill Variety
Task Identity Meaningfulness High intrinsic
Task Signif. motivation
of Work
High job per-
ormance
High job satis-
Responsibility faction
Autonomy for outcomes Low absentee
ism & turnover

Feedback
Knowledge of
Results
 Moderating Variables for the
Job Characteristics Model
• Growth need strength
– job is a vehicle for personal growth, sense of
achievement, avenue for feeling success
• Knowledge and skills
• Satisfaction with extrinsic aspects of
work
 Motivating Potential Score
Skill Variety +Task Identity+Task Significance
3

MPS =
X

Autonomy

Feedback
TIME FRAME OF HRP
 Short term : (0-2) years

 Intermediate : (2-5) years

 Long Range :(beyond 5 years)

SHORT RANGE
 Demand:
 Individuals leave,
Number and Kinds of
 lay-offs, employees needed
 technological expansion,
 new regulations
 Supply:

 Departmental
 Expected Promotions
INTERMEDIATE
 Demand
 Needs from plans and budgets
 Any expansion or adjustment of plan
 Supply

 Hr vacancies expected
 Managerial and supervisor development plan

NUMBER OF WORKERS
KINDS OF WORKERS
DATES WHEN NEEDED
LEVELS OF NEEDS
LONG RANGE
 More focus on long term Environmental
changes (technology or culture )

 Management expectations of changing

characteristics of employees and future
available human resources
STEPS IN HRP
1. Determining organizational Objectives

2. Determining the skills and required

3. Determining Additional(Net) Human

Resource Requirements

4. Developing Action Plans

OBJECTIVES
 
Optimum utilization of Human Resource.

Meeting personnelrequirement

Placement of personnel.

Prevent disruption of work.

Control cost.

Training & managementdevelopment.

Personnel motivation.
The Benefits of HR Planning
•
A systematic and integrated approach to HR policiesand programmes
•
An improved framework for communicating clearlydefined goals and
strategies
•
Improved employee relations and higher productivity
•
Higher quality products or services
•
Greater security and stability of employment
•
Lower turnover
•
Improved succession planning
•
Improved competitiveness and ‘survivability’
 Different Labor Markets and
Recruiting
Industry and Occupational Labor Markets
These jobs
represent the health care, retail, and education
industries

Educational and Technical Labor Markets

Considering the
educational and technical qualifications that
define the people being recruited
Labor Markets

Geographic Labor Markets

Markets can be local, area or regional, national,
or international

Global Labor Markets

Firms expand by exporting work to overseas labor
markets when doing so is advantageous

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 The Gap Concept

Expected Curve

1,000 Cars Gap

200 Cars
Performance Actual Curve
/Results 800 Cars

Time
In training terms this means we need to
develop programs to fill the Gap
127
 Kirkpatrick’s Evaluation Criteria
• Level 1 – Reaction
– Did trainees like the training and feel it was
useful
• Level 2 – Learning
– Did trainees learn material stated in the
objectives
• Level 3 – Behavioral
– Are trainees using what was learned back on the
job
• Level 4 – Results
– Are benefits greater than costs
 Who Conducts Appraisals
• Supervisors who rate their subordinates
• Employees who rate their supervisors
• Team members who rate each other
• Employees’ self-appraisal
• Outside sources rating employees
• Multisource (360° feedback) appraisal